When values backfire: Leadership, attribution, and disenchantment in a values-driven organization

By S. Cha, Amy C. Edmondson. 2006

298 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c4aebdcf806bcd5936c26357d84bbefae5092de7

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019, background): “Followers with low moral identity and who don’t identify with ethical leaders may also simply be repulsed by such leaders, or attribute that they are “putting on a show of ethics” and make attributions of leader hypocrisy (Cha and Edmondson 2006), causing them to engage in organizational deviance in”
Ambivalence in Organizations: A Multilevel Approach (2014, background): “For example, Cha and Edmondson (2006) studied a company whose CEO espoused employees’ best interests and being a family as key values.”
GIVING COMMITMENT: EMPLOYEE SUPPORT PROGRAMS AND THE PROSOCIAL SENSEMAKING PROCESS (2008, background): “…the opportunity to give may elicit high expectations that, if unfulfilled, lead employees to feel that their psychological contracts have been breached and violated (e.g., Thompson & Bunderson, 2003), generating attributions of hypoc- risy and feelings of disenchantment (Cha & Edmondson, 2006).”
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus (2016, unknown): “Hypocrisy, or incongruence between leader behaviors and espoused values (Quinn, 2004), is thought to be a major weakness resulting from the more visionary styles of leadership (Cha & Edmondson, 2006).”
From inconsistency to hypocrisy: When does “saying one thing but doing another” invite condemnation? (2018, background): “…beyond their role requirements with citizenship behavior, become disenchanted with change initiatives, perform more poorly, and even commit deviance (Cha & Edmondson, 2006; Davis & Rothstein, 2006; Dineen et al., 2006; Greenbaum, Mawritz, & Piccolo, 2015; KannanNarasimhan & Lawrence, 2012;…”
Challenging the Norm of Self-Interest: Minority Influence and Transitions to Helping Norms in Work Units (2012, background): “Additionally, starting with advocacy and following with modeling is risky because it exposes the challenger to hypocrisy attributions from work unit members, who may consider the challenger’s past behavior and question whether it lives up to the espoused norm (Cha & Edmondson, 2006).”
How leadership matters: The effects of leaders' alignment on strategy implementation (2010, unknown): “If these messages lack clarity and consistency across leaders at different levels they may reduce members' ability to understand the importance of and implement strategic initiatives (Cha & Edmondson, 2006; Osborn, Hunt, & Jauch, 2002).”
To escape blame, don't be a hero—Be a victim (2011, background): “Seeming to argue against the hero strategy is the finding that people punish hypocrites (Cha & Edmondson, 2006); however, the hero strategy examined here highlights objective good deeds, not simply self-promotion.”
A qualitative analysis of charismatic leadership in creative teams: The case of television directors (2008, unknown): “And finally as an example of critical theory development, a qualitative study of charismatic leadership and values in an advertising firm by Cha & Edmondson (2006) showed that although a charismatic leader's values were an important addition to charismatic theory, values could have a negative…”
Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes (2014, background): “Specifically, in the face of inconsistencies, subordinates often judge their leaders as hypocritical (Cha & Edmondson, 2006) or rationalize the decisions of leaders to emphasize only one of the goals (Kunda, 1990).”
On the meaning of work: A theoretical integration and review (2010, background): “…be a double-edged sword, because organizations that form psychological contracts with employees on the basis of mission or ideology may face a stronger set of negative reactions if they are perceived to be violating these ideals (Besharov, 2008; Cha & Edmondson, 2006; Thompson & Bunderson, 2003).”